Pendahuluan 1.ppt

Mengapa Manajemen
dibutuhkan ?
1. Untuk mencapai tujuan organisasi & pribadi
2. Untuk menjaga keseimbangan diantara tujuan-tujuan
yang saling bertentangan
3. Untuk mencapai efisiensi & efektivitas.

Efisiensi
 Kemampuan untuk menyelesaikan suatu pekerjaan dengan
benar.
 Merupakan perhitungan ratio antara input dengan output.
 “Doing things right” atau melakukan pekerjaan dengan
benar (menurut Peter F. Drucker)

Efektivitas
 Kemampuan untuk memilih tujuan yang tepat atau
peralatan yang tepat untuk pencapaian tujuan yang telah
ditetapkan
 Melakukan pekerjaan yang benar (“Doing the right things”)
Peter F. Drucker

DEFINISI MANAJEMEN
Menurut Mary Parker Follet
 “Manajemen adalah seni dalam
menyelesaikan pekerjaan melalui orang lain”
Menurut Luther Gulick
 “Manajemen sebagai suatu bidang ilmu
pengetahuan (science) yang berusaha secara
sistematis untuk memahami mengapa dan
bagaimana manusia bersama untuk
mencapai tujuan dan membuat sistem
kerjasama ini lebih bermanfaat bagi
kemanusiaan.

Manajemen disebut bidang ilmu
pengetahuan karena :
Telah dipelajari dalam waktu yang
lama dan diorganisasi menjadi suatu
rangkaian teori.
Teori manajemen selalu diuji dalam
praktek.
Manajemen memerlukan disiplin ilmu
pengetahuan lain dalam
penerapannya.

Manajemen sebagai ilmu dan
seni
 Manajemen adalah kombinasi antara ilmu
dan seni
Menurut James A. F. Stoner
 Manajemen adalah proses perencanaan,
pengorganisasian, pengarahan dan
pengawasan usaha-usaha para anggota
organisasi dan penggunaan sumber daya-
sumber daya organisasi lainnya agar
mencapai tujuan organisasi yang telah
ditetapkan.

Manajemen Islam
 studi dan praktik muslim dalam
merencanakan, mengorganisasikan,
menggerakkan, dan mengendalikan sumber
daya yang diamanahkan untuk mencapai
tujuan yang telah ditetapkan dengan cara
hikmah dan ihsan dalam rangka mengabdi
kepada Allah SWT sehingga dapat
memperoleh kebagiaan dunia akhirat (Fuad
Mas’ud, 2017)

Tidak ada definisi manajemen yang
dianggap baku dan dapat diterima
semua pihak
Definisi manajemen berdasarkan
pandangan hidup, keyakinan dan
nilai2 yang dianutnya
(Fuad Mas’ud, 2017)

Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
Who Are Managers?
 Manager
 Someone who works with and through other people by
coordinating their work activities in order to accomplish
organizational goals

Types of Managers
 First-line Managers
 Are at the lowest level of management and manage the work
of nonmanagerial employees
 Middle Managers
 Manage the work of first-line managers
 Top Managers
 Are responsible for making organization-wide decisions and
establishing plans and goals that affect the entire organization

Exhibit 1.2 Managerial Levels
Top
Managers
Middle Managers
First-Line Managers
Nonmanagerial Employees

What Do Managers Do?
 Functional Approach
 Planning
 Defining goals, establishing strategies to achieve goals, developing
plans to integrate and coordinate activities
 Organizing
 Arranging work to accomplish organizational goals
 Leading
 Working with and through people to accomplish goals
 Controlling
 Monitoring, comparing, and correcting the work

Exhibit 1.4 Management
Functions
Planning
Defining goals,
establishing
strategy, and
developing
subplans to
coordinate
activities
Lead to
Organizing
Determining
what needs
to be done,
how it will
be done, and
who is to do it
Leading
Directing and
motivating all
involved parties
and resolving
conflicts
Controlling
Monitoring
activities
to ensure
that they are
accomplished
as planned
Achieving the
organization’s
stated
purpose

(cont’d)
Mintzberg’s Management Roles Approach
(Exhibit 1.5)
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator, spokesperson
Decisional roles
Entrepreneur, disturbance handler, resource allocator,
negotiator

(cont’d)
 Skills Approach
 Technical skills
 Knowledge and proficiency in a specific field
 Human skills
 The ability to work well with other people
 Conceptual skills
 The ability to think and conceptualize about abstract and
complex situations concerning the organization

Exhibit 1.6 Skills Needed at
Different Management Levels
Top
Managers
Middle
Managers
Low er-level
Managers
Importance
Conceptual
Skills
Human
Skills
Technical
Skills

Exhibit 1.9 Challenges
Impacting the Manager’s Job
Ethics
Manager
E-Business
Globalization
Diversity
Customers
Innovation
Knowledge
Management

Challenges to Managing
 Ethics
 Increased emphasis on ethics education in university and
college curriculums
 Increased creation and use of codes of ethics by businesses
 Workforce Diversity
 Increasing heterogeneity in the workforce
 More gender, minority, ethnic, and other forms of diversity in
employees

(cont’d)
 Globalization
 Management in international organizations
 Political and cultural challenges of operating in a
global market

(cont’d)
 E-business (electronic business)
 The work performed by an organization using electronic
linkages to its key constituencies
 E-commerce: the sales and marketing component of an e-
business
 Categories of E-businesses
 E-business–enhanced organization
 E-business–enabled organization
 Total e-business organization

Exhibit 1.10 Categories of E-
Business Involvement
E-business units within
traditional organization
E-Business–Enhanced
Organization
E-business tools and
applications used
within traditional
organization
E-Business–Enabled
Organization
Organization’s entire
work processes revolve
around e-business model
Total E-Business
Organization

(cont’d)
 Importance of Customers
 Customers have more opportunities than ever
before
 Delivering consistent high-quality service is
essential
 Managers need to create customer-responsive
organizations

(cont’d)
 Innovation
 Doing things differently, exploring new territory,
and taking risks
 Managers need to encourage all employees to be
innovative

(cont’d)
 Knowledge Management
 The cultivation of a learning culture where
organizational members systematically gather and share
knowledge with others in order to achieve better
performance
 Learning Organization
 An organization that has developed the capacity to
continuously learn, adapt, and change

Exhibit 1.11 Learning Organization Vs.
Traditional Organization

Why Study Management?
 The Value of Studying Management
 The universality of management
 Good management is needed in all organizations
 The reality of work
 Employees either manage or are managed
 Entrepreneurship
 The organized effort to pursue opportunities to create value and
grow through innovation and uniqueness

Exhibit 1.12 Universal Need for
Management
All Sizes of Organizations
Small Large
All Types of Organizations
Profit Not-for-Profit
All Organization Levels
Bottom Top
Management
Is Needed
in...
All Organizational Areas
Manufacturing —Marketing
Human Resources —Accounting
Information Systems —etc.

(cont’d)
 Entrepreneurship Defined
 The process whereby an individual or group of
individuals use organized efforts to create value and
grow by fulfilling wants and needs through innovation
and uniqueness
 Entrepreneurship Process
 Pursuit of opportunities
 Innovation in products, services, or business methods
 Desire for continual growth of the organization

Pendahuluan 1.ppt

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